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SBS 6S & Visual Managementwith Examples Building Strategic Advantage throughEnterprise Wide Improvement ToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members OnlyBeliefsTechniques

What is 6-S and Visual ManagementObjectives: learn what 6-S means learnwhat a visual work place is Learnwhat a visual device is Learnwhat visual management is learn how to establish 6-S (basic level) part of the Simpler Business SystemSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members OnlySMTool2BeliefsTechniques

5S – 6S Background 5-S in Japanese factoriesfocus: orderliness6th S added in some US companies Safetycombines orderliness with safety / ergo overall intention: CLEAN, SAFE, ORDERLY ToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only3BeliefsTechniques

Establishing Cells establish cells first, then improve themONE SPullSystemsONDEMANDToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only4BeliefsTechniques

Target State for CellsEstablish Model Cells first1-BY-1Improve Cells After They are EstablishedLOWEST COST1-BY-1LOWEST COSTLOTSIZE1TAKTSETUPTIMEREDUCOUTTION 1-ITEM STD.-PUTFLOW WORK1-ITEM STD.FLOW KSZERODEFECTSPULLSYS.TPMLEVELINGON-DEMAND DEFECT-FREEDEFECT-FREE6S &VISUAL MANAGEMENTON-DEMAND6S & VISUAL MANAGEMENTToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only5BeliefsTechniques

Overview think of 6-S as a repeating action sequence: 1: SORT OUT - get rid of what’s not needed2: STRAIGHTEN - organize what belongs3: SCRUB - clean up, see and solve problems4: SAFETY - make the work area safe5: STANDARDIZE - assign tasks, track visually6: SUSTAIN - keep it up (audit and insist)remember this applies to all areas (value-adding and administrative)basic "6-S” is part of establishing any cellToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only6BeliefsTechniques

1: Sort Out GET RID OF WHAT’S NOT NEEDED start with a red tag campaigntag everything that looks disorderly or unsafebe ruthless (9/10 you'll be OK, you'll get over the 1/10)if in doubt throw it outif still in doubt, send it to a “red tag area” for resolutionyou should be removing truckloads of items betough(Sometimes you’ll need to ask for forgiveness later!)ToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only7BeliefsTechniques

SortToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only8BeliefsTechniques

2: Straighten ORGANIZE WHAT BELONGS create a place for everythingdeal with the open red tags from the "Sort Out"step: RESOLE UNSAFE CONDITIONSORGANIZE PARTS OR MATERIALSRESOLVE THE THINGS YOU WERE AFRAID TOTHROW OUTWRITE OFF OR SELL OFF OBSOLETE MATERIALSToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only9BeliefsTechniques

6. Visual Management in PracticeBest Practice Examples10218193651320742151141011917121648The Team’s Work cell – Target State1. Identification of area2. Identification of process, resources,and products3. Identification of the team4. Footprints on the floor5. Footprints of tools and racks6. Technical area7. Communication and break areas8. Information and instructions9. Tool BoardVisual Documentation10. TWI - Std Work DocumentsVisual Production Control11. Computer terminal12. Production schedule13. Maintenance schedule14. Identification of RM and WIPVisual Quality Control15. Monitoring signals for machines16. Statistical process control (SPC)17. Record of problems/defectsMetrics/Key Measures18. Goals, Objectives and ResultsProduct/Process Control BoardsVisual Process19. CI activities20. Project List and mission statementToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only10BeliefsTechniques

StraightenToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only11BeliefsTechniques

3: Scrub CLEAN UP, SEE AND SOLVE PROBLEMS make the work area absolutely cleanclean everything (equipment, floors, walls )paint everything (equipment, floors, walls )look for problems LEAKS? LOOSE OR MISSING ITEMS UNSAFE CONDITIONS CAUSES OF MESSES OR PROBLEMS QUALITY ISSUESsolve problems (root cause), take corrective action (prevent) ToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only12BeliefsTechniques

ScrubBreak Room - organized and cleanToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only13BeliefsTechniques

ScrubCabinet under sink inTraining RoomToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only14BeliefsTechniques

4: Safety MAKE THE WORKPLACE SAFER look for unsafe conditionslook for potential for unsafe actslook for difficult tasks (are they ergonomic?)try the jobs yourself where could you get hurt?list the opportunitiesresolve themput creativity before capital and put safety first!!!ToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only15BeliefsTechniques

SafetyToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only16BeliefsTechniques

SafetyToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only17BeliefsTechniques

SafetyLock Out / Tag Out program includes a storage area at the entrance to the plant floor forall locks and tags (locks are color coded for operators, mechanics, and contractors).Also, there is a place at each machine to store locks and tags when not in use.ToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only18BeliefsTechniques

5: Standardize ASSIGN TASKS AND MANAGE VISUALLY Who will do what to keep the area clean, safe andorderly?agree on daily and weekly tasksestablish a visual management system for these taskscan you tell at a glance if the tasks have been done?ToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only19BeliefsTechniques

StandardizeToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only20BeliefsTechniques

6: Sustain KEEP IT UP (AUDIT AND INSIST) develop audit checklists for office and for shopfloorassign the audit role to someone outside the areatrack the audit results (a bit of friendlycompetition?)hold yourselves accountable for sustainingToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only21BeliefsTechniques

SustainToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only22BeliefsTechniques

Cell Tracking Center – ProductionControl BoardToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only23BeliefsTechniques

Insights areas with great 6-S usually also have greatnumbersbasic 6-S is the first step in building a newcultureif you expect 6-S, lead by example (youroffice!)be persistent (it's OK to nag)ToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only24BeliefsTechniques

Definition of a Visual Workplace A Clear and precise outcome A Visual Workplace is: A work environment that is self-ordering, self-explaining,self regulating, and self-improvingWhere what is supposed to happen does happen, ontime, every time, day or night Visual Management is managing a visual workplace ToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only25BeliefsTechniques

Definition of a Visual Device A Visual Devise is a mechanism or thing:intentionally designedTo influence, direct, or limit behaviorBy making vital information available without speakinga word (Think of a supermarket; Where do you find thebreakfast cereal?)Should transmit a non-verbal message in 5 SecondsShould tell us what we need to do (action)Should be at the point-of-useTranslates data into information, information intomeaning, and meaning into behaviorToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only26BeliefsTechniques

Visual Systems, Cells, orCommunications Centers A Visual System is a cluster or group of visual devices,aimed at a single performance outcomeBecause these systems are self-explaining, we can be selfregulatingExample: A standard car has on the average of 144 visualdevices on or inside the car. Intentionally designed to helpus drive, maintain, and repair the carA Visual Cell is a cluster of visual devices within a confinedspaceA Communication Center is a cluster of visual informationlocated near people collection areas or meeting locationsToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only27BeliefsTechniques

Sustain: TPOC – Enterprise LevelTracking CenterToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only28BeliefsTechniques

Sustain: TPOC – Enterprise WideTracking Center ExampleToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only29BeliefsTechniques

Admin Cell Tracking CenterToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only30BeliefsTechniques

Sustain: Mission – Site LevelTracking CenterToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only31BeliefsTechniques

Sustain: Value Stream/Site LevelTracking Center (Mission)ToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only32BeliefsTechniques

Sustain: Value Stream – MissionLevel Tracking Center/BoardToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only33BeliefsTechniques

Kaizen/Continuous ImprovementBoard – CI Events Tracking CenterToolSimpler 1996-2006 Simpler Business System 11.0 Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only34BeliefsTechniques